Structural Deficit
What does this mean?
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
The Path Forward
The Truth-Teller
Forces necessary, painful cuts to preserve the core. It demands that the organization stop borrowing from its future and align its current programmatic output with actual sustainable revenue.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 6.8% | 38 | Financially Distressed | Recovery | |
| 2022 | — | — | 9.6% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 42 | Fragile | Stable Watch | |
| 2020 | — | — | 8.5% | 40 | Fragile | Recovery | |
| 2019 | — | — | 10.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 9.8% | 38 | Financially Distressed | Recovery | |
| 2017 | — | — | 10.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 12.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 8.0% | 40 | Financially Distressed | Recovery | |
| 2014 | — | — | 11.2% | 27 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 10.9% | 33 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 9.9% | 40 | Financially Distressed | Recovery | |
| 2011 | — | — | 9.2% | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Christine Brondyke | Executive Director | 7.8% of Rev | ||
| Gary Bates | Board Member | — | ||
| Karen Zyck Galbraith | Board Member | — | ||
| Chad Kanick | Board Member | — | ||
| Christopher Chan | Treasurer | — | ||
| Nancy Sansom | Board Member | — | ||
| Barbara Cooley Thaw | Board Member | — | ||
| Tracey Staley | Board Member | — | ||
| Sarah Aziz | Board President | — | ||
| Terri Tunick | Board President | — | ||
| Jen Young | Board Member | — | ||
| Janice Patz | Board Member | — | ||
| Bonita Penn | Secretary | — | ||
| Stephen Hunter | Board Member | — | ||
| Marcie Coates | Board Member | — | ||
| Shari Dearth | Board Member | — | ||
| Stacey Neilson | Board Member | — | ||
| Savannah Perez | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Christine Brondyke | Executive Director | 5.0% of Rev | ||
| Gary Bates | Board Member | — | ||
| Pete Schlicht | Treasurer | — | ||
| Maggie Setler | Board Member | — | ||
| Christopher Chan | Treasurer | — | ||
| Yasmina Conti | Board Member | — | ||
| E Alyx Hamilton | Board Member | — | ||
| Nancy Sansom | Board Member | — | ||
| Zoe Stanley | Board Member | — | ||
| Barbara Thaw | Secretary | — | ||
| Sarah Aziz | Board President | — | ||
| Terri Tunick | Board President | — | ||
| George Sebolt | Board Member | — | ||
| Jen Young | Board Member | — | ||
| Elizabeth Murphy | Board Member | — | ||
| Janice Patz | Board Member | — | ||
| Bonita Penn | Board Member | — | ||
| Stephen Hunter | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Thomas Walters | Executive Director | 3.8% of Rev | ||
| Gary Bates | Board Member | — | ||
| Pete Schlicht | Treasurer | — | ||
| Maggie Setler | Board Member | — | ||
| Barbara Cooley Thaw | Secretary | — | ||
| Elizabeth Shapiro Murphy | Board Member | — | ||
| Barbara Pontello | Board President | — | ||
| E Alyx Hamilton | Board Member | — | ||
| Safiya Boucaud-Robinson | Board Member | — | ||
| Nancy Sansom | Board Member | — | ||
| Zoe Stanley | Board Member | — | ||
| Diane Houser | Board Member | — | ||
| Sarah Aziz | Board President | — | ||
| Thressia Kriebel | Board Member | — | ||
| George Sebolt | Board Member | — | ||
| Christine Swann | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 42 other orgs in PA with NTEE prefix A2.
Most-divergent component: program score sits 26 points above the peer median (60 vs. 34).
5-year trend: Structural Deficit
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
What's driving this score
- Comp-to-revenue ratio of 6.8% sits within the sector's healthy band (18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.